"The Five-Year Fuel Crisis: Why the World
Economy Is Paying for a War It Thinks Is Ending"
by Larry C. Johnson
"Once again Karl W. Miller has put numbers to a problem that most of the commentariat still treats as a temporary price spike. His latest forward outlook, “The Five-Year Global Energy Crisis,” dated October 3, makes an argument that should alarm every finance ministry from Berlin to Jakarta. The war’s damage to Gulf energy infrastructure is not a disruption that ends when the shooting stops. It is a reconstruction problem measured in years and trillions of dollars, and while it is solved, the world will be short of the fuels that run its economy.
A ceasefire is not a repair crew: Miller’s central insight is simple. A ceasefire can reopen a shipping lane overnight. It cannot manufacture a compressor, mobilize commissioning engineers, or pay a contractor. The next phase of this crisis, he writes, is a competition for cash, equipment, qualified contractors and finished fuel.
His cost model is sobering. In his aggressive case, rebuilding the damaged Gulf energy system requires $1.16 trillion in total program funding. Under prolonged stress, with scarce equipment, rising prices and delays, the bill reaches $2.53 trillion. Even his faster case runs to nearly half a trillion dollars. He is careful to say these are model outputs, not contractor quotes, and that the true extent of the damage is the largest unknown. An April assessment put energy-related repair costs at only $34-58 billion. But the direction of his argument doesn’t depend on the exact figure. Every month of delay makes the same repair more expensive, because the global market for specialized equipment and crews is already stretched by LNG expansions, refinery maintenance and power projects elsewhere.
The timeline is just as stark. Weighted by cost, the rebuild averages almost five years from today. Only 60% of the work finishes by 2031, and the longest-lead packages run to seven years.
The money problem comes first: The most original part of Miller’s analysis is about cash. A damaged refinery may be worth rebuilding and technically repairable, and still sit idle because the government that owns it has to pay for food imports, salaries, electricity and water first. Lost export revenue doesn’t stop those bills. When a state borrows to keep paying them, that money can’t also pay an engineering contractor.
Iraq shows the problem in practice. In July, it faced a monthly public salary obligation of about $5.96 billion with a funding shortfall of $2.52 billion. A government in that position rebuilds nothing. It pays its people, and the export capacity that would restore its revenue waits. Miller’s warning is that this trap can stop reconstruction before it starts: without engineering funds and vendor deposits, factory slots go to other customers and delivery dates slip.
The fuel gap is the global transmission belt: For the rest of the world, the damage arrives through diesel and jet fuel. The figures Miller cites are already severe. Gulf diesel net exports in August were just over a quarter of prewar levels. Combined Gulf and Russian diesel exports were 1.6 million barrels a day below February. Global oil stocks had fallen 507 million barrels since February, and global refinery throughput in August was 4.2 million barrels a day below a year earlier.
Looking forward, Miller’s severe case assumes a shortfall of at least 3 million barrels a day of diesel and jet fuel, every year for five years. That’s about 1.1 billion barrels a year and 5.5 billion barrels over the period. He is explicit that this is a deliberate stress test, not a forecast, and that a faster-recovery path closes the gap by the fourth year. But the stress case is a plausible one. Restored capacity can be absorbed by refinery outages, deferred maintenance, recovering demand and delivery bottlenecks. Damaged refineries don’t come back at full capacity on the first day.
Inventories cannot fill a gap of that size for that long. Five and a half billion barrels is far beyond any country’s emergency stocks, which is why drawing down Europe’s reserves now, under pressure from Washington, only buys weeks. Without enough new supply, the balance can close in only one way: by using less fuel.
How the shortage reprices everything: The economic damage extends well beyond the missing barrels. When supply falls short, buyers bid for the marginal cargo, and that bid sets the price for all the fuel still being bought. Miller’s illustration: a $40-a-barrel premium across 10 million barrels a day of purchases adds $146 billion a year to fuel bills. Applied only to the 3 million missing barrels, it would add $43.8 billion and badly understate the real cost.
Scarcity also reprices credit. At $150 a barrel, a buyer purchasing 1 million barrels a day needs $2.25 billion to hold 15 extra days of inventory, and $3 billion at $200. Longer voyages tie up more fuel and more money in transit. A supplier can have the barrels while its customer can’t get a letter of credit. And a cargo that wins a bidding war for one country leaves another short. Competition redistributes the shortage before it eliminates it.
Who absorbs the shock: Diesel carries the crisis into the real economy. It runs road freight, farm machinery, mines, construction fleets and backup generators, none of which can switch fuels quickly. Higher diesel costs pass straight into freight rates and food prices, and when diesel isn’t available at any price, activity simply stops. Jet fuel carries the shock into aviation: higher fares, fewer routes and higher air cargo surcharges. Kerosene hits the households with the least room to adjust, in countries where it is still used for heating, cooking and lighting.
Miller’s regional assessment follows the money: Europe competes for replacement diesel and jet cargoes while running its refineries close to their limits. South and Southeast Asia face higher import bills, currency pressure and greater need for trade credit. Africa and smaller importers are the most vulnerable. Tenders fail, credit lines run out, and small cargoes become uneconomic long before global stocks are exhausted. The United States and other Atlantic suppliers face export demand competing with their own diesel needs, with refineries running so hard they have little tolerance for outages.
The ultimate balancing mechanism is demand destruction: freight deferred, low-margin factories idled, flights cancelled, and poorer importers losing every bidding contest. Miller warns against mistaking that for recovery. Lower consumption caused by rationing through price or credit is not a repaired energy system.
Case study: Europe: Europe shows what Miller’s framework looks like in practice. The continent burns about 5 million barrels of diesel a day, fuel for the trucks that move its goods, the tractors that plant its crops and, as winter approaches, the boilers that heat millions of homes.
How much does Europe produce, and how much does it import? Running flat out, EU refineries can produce roughly 4.5 to 5 million barrels a day of diesel and gasoil, and they are already operating close to their maximum. That leaves Europe roughly 85-90% self-sufficient at best. The remaining 10-15% comes from imports, and that margin sets the price for the entire market. Kepler puts the EU’s diesel imports from outside the bloc at about 580,000 barrels a day this year. Britain, which lost much of its refining capacity over the past two decades, is far more exposed: it imports more than half the diesel it uses.
The origin of those imports has changed dramatically. Russia was long Europe’s largest outside supplier until the EU embargoed Russian diesel in 2023. The Gulf filled much of the gap, until the war cut it off. Since March, the United States has supplied more than half of Europe’s diesel imports, and more than two-thirds in August and September. Europe has traded dependence on Moscow for dependence on Washington, and Washington has just shown it is willing to use that leverage, threatening an export ban unless Europe released its emergency stocks.
Europe’s diesel depends on imported crude as well. Its refineries run almost entirely on foreign oil: the EU imports about 97% of the crude it consumes. But the Gulf was never Europe’s main crude supplier. In 2025, Gulf Cooperation Council states supplied only about 7% of EU crude imports, Iraq another 5.8%. Europe’s crude now comes chiefly from the United States, Norway and Kazakhstan, which together supplied nearly half of EU petroleum imports in the second quarter of 2026. The volume has held steady; the bill rose 56%. But the crude isn’t the crude Europe’s refineries were built for. Much of Europe’s refining capacity was designed around medium sour crudes such as Russia’s Urals, with conversion units that turn the heavier part of the barrel into diesel. American shale crude is light and sweet. It refines readily into gasoline and naphtha, but it yields proportionally less diesel and jet fuel, the very products Europe is short of.
As Miller notes, sour crude isn’t uniquely required to make diesel; the replacement barrels work, but not at the same yield or cost. The Gulf supply Europe really lost was finished diesel from Gulf refineries, and that is what the United States has replaced. The result is a double dependence: Washington is now Europe’s largest supplier of both the crude its refineries run and the diesel they can’t make. Even the non-American barrels carry risk. Most Kazakh crude reaches Europe through a Black Sea terminal at Novorossiysk, on Russian soil, a route that has already been hit by Ukrainian drones.
How long can Europe store diesel? This is where Europe’s apparent cushion turns out to be thinner than it looks. Unlike crude oil, which can sit in salt caverns for decades, diesel degrades. Under ideal conditions, conventional ultra-low-sulfur diesel can typically be stored for six to twelve months. With stabilizers, biocides and well-managed tanks, that can be extended to 18 to 24 months. Oxidation forms gums and sediment, water collects, and microbes grow in the fuel.
European diesel has an added problem. The EU standard, EN 590, allows up to 7% biodiesel in road diesel, and biodiesel oxidizes faster than petroleum diesel. Concawe, the European refiners’ research association, recommends a maximum storage time of six months for biodiesel and current blends containing it. Strategic stockholders can extend that by holding biodiesel-free product, but even then the reserve has to be rotated, sold into the market and replaced with fresh fuel on a cycle of a year or two.
That changes what Europe’s reserve really is. EU countries and Britain held about 52 million tonnes of gasoil and diesel in June, including nearly 38 million tonnes of emergency reserves, roughly two months of consumption. But a diesel reserve is not a stockpile Europe can fill once and forget. It is a stock that must be continually turned over, which means continually bought, and bought in the same tight market Miller describes. Every barrel released now to satisfy Washington has to be replaced later, at a higher price, from suppliers who are already short. And because diesel degrades, Europe can’t solve the problem by buying extra while it’s cheap and holding it for years. A reserve with a shelf life of a year or two cannot cover a structural deficit that Miller’s severe case puts at five years.
The conclusion for Europe is stark. It produces most of its own diesel but has no spare refining capacity. It depends on imports for the margin that sets prices, and those imports now come mostly from a single supplier that has shown it will use them as leverage. And its emergency reserve is both perishable and finite. In Miller’s terms, Europe is one of the buyers most exposed to the marginal cargo, and the least able to wait out a five-year shortage.
The implications for the global economy: Put together, Miller’s analysis describes a world economy facing a prolonged supply shock, not a temporary one. Fuel costs feed into nearly everything, so central banks fighting the inflation this crisis has already produced will face pressure for longer than they expect. Emerging-market importers face a combination of high fuel bills, weak currencies and tighter credit that has historically produced debt crises and unrest. And the reconstruction itself will absorb capital, equipment and specialist labor that would otherwise build new energy supply elsewhere, so the shortage may delay the investment needed to end it.
Miller’s strategic conclusion is the one policymakers least want to hear. Ending the conflict removes one source of disruption. It does not repair the energy system, which requires a separate sequence of financing, engineering, manufacturing, construction and commissioning that will take years. Until that is done, reliable fuel and the cash to buy it will determine which economies absorb the burden. Neither will be distributed evenly."
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